el futuro de la industria quimica
TRANSCRIPT
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THE FUTURE O F THE CHEMICAL INDUSTRY 2011
I N G L E S T E C N I C O Pgina 1
UNMSM
2011
THEFUTUREOFTHECHEMICAL
INDUSTRYMISS: NELIDA FALCONI FALCONI
STUDENT: Tatiana Tamata Torres
I N G L E S T E C N I C O
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INTRODUCTIONThe chemical industry takes a very important role in the comfort and simplicity of everyday life. In
preparing the various products we use daily is needed facilities that are able to withstand a
chemical process, in addition to certain operating conditions of great danger and some used
materials that may be responsible for major industrial accidents. The importance of properly
managing these materials and their proper implementation is critical to the safety of chemical
processes.
Because the security provided by law, and the sanctions it imposes safety and industrial hygiene
takes the need to design and control systems needed to operate the plant in top condition.
However, even with preventive measures to eliminate the risk, it is possible to reduce the risk to
100% or a probability of zero, which should take other alternative security measures that come into
play when the plan primary does not work.
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OBJECTIVES
The Industrial Chemistry is the branch of chemistry that apply chemical knowledge to theproduction of inexpensive materials and specialty chemicals with minimal adverse impact
on the environment.
Learn sustainable alternative chemistry as future prospects, including foundations andapplications of green chemistry, eco-design, etc.
Create global awareness to develop a sustainable chemical industry.
Analyze what is the cause in the appearance of new chemicals.
The chemical plant of tomorrow will not only be much smaller than at present, it will alsomore environmentally friendly.
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COMPLY WITH ENVIRONMENTAL
LAWS
THE FUTURE OF THE CHEMICALINDUSTRY
THE FUTURE THE CHEMICAL INDUSTRY THE FUTURE OF THE CHEMICAL
INDUSTRY TODAY
WHAT'S NEXT
EVOLUTION
BEFORE
TODAY
THAT IS ENTEINDE BY INDUSTRY
CHEMICAL
SOURCE OF MONEY
PRODUCTS
BEFORE
TODAY
OIL AND GAS INDU
SEPARATION OF OIL
AND GAS INDUSTRY
GLOBALIZATION
CONSOLIDATION
ENERGY USE RENOBABLE
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The picture is quite different now. Oil and gas players have largely divested or separated from theirchemical businesses; for example, in 2005, BP sold Innovene to Ineos, and in 2006,Total spun off Arkema. Traditional large chemical companies are still in business, but with
dramatically changed, more differentiated or more focused portfolios.
Some players have arrived at this point by disaggregating their value chain; for instance,
Hoechst has mainly been absorbed into the pharmaceutical company Sanofi Aventis, while its
agrochemical business was sold off to Bayer CropScience, its basic chemicals business was spun
off as Celanese, and its specialty chemicals business was spun off as Clariant.
Other companies have restructured and optimized their portfolios while building on the gains
generated by integrationfor example, BASF enhanced its portfolio by acquiring specialty
producers such as Orgamol, Degussas Construction Chemicals, Engelhard, and most recently
Ciba.
Dow and Akzo Nobel undertook similar strategies. Additionally, new large players have emerged
through targeted buy-and-build deals with which companies (Ineos, Hexion, and Lyondell Basell,
among others) consolidated entire industry segments, often using access to private equity funding.
And finally, Asian and Middle East companies, such as Saudi Arabias SABIC and Sipchem as well
as China Bluestar, have gained strong competitive positions through organic growththat is, by
leveraging feedstock advantages or market opportunitiesas well as targeted acquisitions (in 2007,
for example, SABIC purchased GE Plastics).
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These developments were largely a response to challenges that the established chemical
companies began to face about 20 years ago. Among them are globalization, pressures on
margins, commoditization, and changes in innovation.
GlobalizationBecause of production and labor cost advantages as well as strong regional demand growth in Asia(especially China), entire industry value chains
have shifted to Asia or the Middle East. In turn,
Asia has emerged as a chemical industry leader
in some key customer marketsparticularly
textiles, white goods, and electronics
Petrochemical companies in the Middle East
have begun to leverage their advantageous
feedstock positions and Asian demand growth to
substantially increase market share. The full
impact of this trend will become apparent in the
next decade, especial if Western countries go
ahead with their threats to tax carbon-dioxide or
greenhouse gas emissions. Such a policy will further worsen the cost competitiveness of traditional
chemical companies based in the West and move more value chains to Asia and the Middle East.
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Margin SqueezeProfits across almost all chemical segments are
under severe pressure largely caused by
consolidation among their customers andimproved sourcing capabilities. For example,Cemex, by acquiring Southdown, RMC, and
Rinker, has almost consolidated the concrete
industry. To make matters worse, suppliers are
also consolidating, allowing them in some cases
to lock in higher prices, and chemical companies
are increasingly wrestling with aging product portfolios and high cost assets).
Commoditization of Specialty ChemicalsSpecialty chemicals companies, such as DSM, Evonik, and Altana, enjoyed a period of prosperity
until the early 2000s; they were able to realize higher margins than basic chemicals and had the
opportunity to differentiate them-selves from traditional suppliers in low-cost countries. Recently,
however, the financial performance of specialty companies has stagnated as many chemicals have
become commodities and opportunities to realize premium prices have evaporated. Western
companies with broad specialty portfolios are in the unenviable position of having to change their
business models to reflect this sharp drop in pricing power for their products, and the situation is
exacerbated by the overall margin squeeze.
The Changing Nature of InnovationAs customers demanded less expensive products, faster launch, and improved performance from
their suppliers. Pharmaceutical
and agrochemical companies
must still focus on inventing
new entities, but elsewhere in
the chemical industry the focus
has moved to optimizing
processes (especially for basic
chemicals), creating new
formulations and blends forpolymers and other specialtyproducts, and developing new business models (such as pay-for-performance contracts or adding
service elements to the initial product offering).
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This trend is especially strong in Europe, where it has been fostered by the introduction of REACH
(registration, evaluation, authorization, and restriction of chemicals) legislation, which limits
companies ability to register new chemical entities. Thus, active product life cycle management has
become a challenge in several chemical segments; consequently, investment in product
innovations is under more and more pressure.
WHATS NEXT FOR THE CHEMICALS INDUSTRY?Clearly, the combination of this radical transformation of the chemical industry over the past two
decades and the current economic crisis will only supercharge industry dynamics and trends. It is
therefore now vital for Western chemical companies, in particular, to fully comprehend the
challenges they are facingand to begin to formulate strategies for regaining lost advantages.
During the next decade, we see four developments as the most pressing:
The Shifting Footprint of Global Chemical Supply ChainsPetrochemical supplies from the Middle East could pose a threat to Western chemical companies.
New Middle East chemical companies are expected to emerge, and Western companies will need
to formulate their response to the challenge carefully; a proven success model has not yet come to
the fore. Particularly in specialty chemicals, Western companies still have the opportunity to
embrace upstream integration and thus gain a long-term competitive advantage.
To achieve this, Western companies could establish a production base in the Middle East to supply
Europe with cheaper products, perhaps through a joint investment venture with a basic chemicals
company already there. This mutually beneficial partnership could shift technology and know-how tothe Middle East and address the need for increasing the value of petrochemicals in the region.
On the demand side, the Middle East will not become a substantial market for chemicals, but Asia
will certainly remain a significant avenue for demand growth. Consequently, chemical companies
must grapple with shifting supply to low-cost Asian countries to take advantage of potential sales in
the region.
New Definitions for InnovationA key challenge for chemical players will be to further increase their under-standing of the drivers of
real and relevant innovation in their segments, as todays innovation will greatly differ from the past.
How to best shape and target innovation to match customer needs and the changing face of themarketplace will be crucial.
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We expect that short-term focused innovation. Renewable energy, white biotechnology, and freshservice offerings will provide additional sources of innovation. These developments will promptsignificant changes in R&D strategies and related capabilities as well as in marketing and sales.
Renewable energy, white biotechnology, and fresh service offerings will provide additional sources
of long term and more radical innovation which will help to establish new chemical businesssegments. It is vital for Western chemical companies to formulate strategies for regaining lost
advantages.
ConsolidationMergers and acquisitions have helped shape the chemical industry for the past two decades, and
we expect this trend to continue to result mostly from process improvements to regain lost
competitiveness. The key question under todays conditions is, How can value be continuously
generated? In other words, what will be the impact of increasing integration and the related value
chain reconfigurations?
We believe that securing access to cheap feedstocks and achieving customer-centricity will be the
primary catalysts for future M&A activity among Western chemical companies. In specialty
chemicals, three types of players are likely to emerge from the current fragmented landscape. First
is the portfolio manager, which follows an M&A strategy that combines seeking size and pick and
choose. These companies will actively buy and sell businesses and consolidate chemical
segments within a holding structure that manages businesses with minimal overlaps.
The second type is the integrator, which acquires companies that enhance its horizontal position
along the value chain. These companies will be driven especially by the downstream integration of
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basic chemical companies, which will lead to integrated specialty majors. The third type is the
technology boutique, which will primarily focus on organic growth in its niche and only selectively
integrate value-adding technology positions.
Altered Performance DriversNew business models are required to ensure outstanding performance as chemical companies
grapple with accelerated commoditization. Building a culture that inspires the development of new
offerings to generate additional value is mandatory. At the same time, in the few remaining real
specialty segments, customer intimacy remains a key success criterion for sustaining the high
margins and specialty character of the product.
Success can be achieved through new types of offerings, such as performance-based solutions and
services and new brands. Principally, established chemical companies need to ask themselves
what true commercial and operational excellence means in a period when operating models are in
significant flux.
All these changes will fundamentally redraw the contours of the chemical industry in three phases
(see Exhibit 1).
Phase I (Survive as cash king) can take companies through the current economic crisis via a
strategy that encourages short-term cash optimization through manufacturing net-working
efficiencies, improvements in procurement procedures to trim spending, capital expenditure freezes,
R&D expenditure restrictions, and the like. In addition, the global recession will force Western
companies to improve performance levels significantly and thereby ensure increasing consolidation
that eliminates less profitable players or assets. Different chemical segments will deal with cash
optimization in distinct ways, and customer demand will be a significant catalyst for how this plays
out.
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CONCLUSIONS
Chemical companies need to ask themselves what true commercial and operationalexcellence means in a period when operating models are in significant flux.
Chemical companies must develop chemicals using renewable energies. The chemical industry should be grouped in order to consolidate its customer Chemical innovation must be developed without neglecting the environment, as well as
the health of workers.
Latin America should desarrolllar technological innovation these countries should allocatemore money for universities and so develop new chemicals
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